績(jī)效考核中英文對(duì)照外文翻譯文獻(xiàn)

績(jī)效考核中英文對(duì)照外文翻譯文獻(xiàn)績(jī)效考核中英文對(duì)照外文翻譯文獻(xiàn)(文檔含英文原文和中文翻譯)績(jī)效考核與員工滿意摘要：績(jī)效考核通常也稱為業(yè)績(jī)考評(píng)或“考績(jī)”，是針對(duì)企業(yè)中每個(gè)職工所承擔(dān)的工作，應(yīng)用各種科學(xué)的定性定量的方法，對(duì)職工行為的實(shí)際效果及其對(duì)企業(yè)的貢獻(xiàn)或價(jià)值進(jìn)行考評(píng)。績(jī)效考核作為一種有效的企業(yè)管理手段，在企業(yè)管理中發(fā)揮著非常重要的作用，是企業(yè)人力資源管理的核心。本文對(duì)當(dāng)前我國(guó)績(jī)效考核中存在的問(wèn)題做了詳細(xì)的分析。針對(duì)問(wèn)題，文章提出從績(jī)效考核的各個(gè)角度進(jìn)行控制，從而確?？?jī)效考核高效到位，最終發(fā)揮人力資源管理的作用。關(guān)鍵詞：績(jī)效考核問(wèn)題分析建議21世紀(jì)是知識(shí)經(jīng)濟(jì)時(shí)代，隨著經(jīng)濟(jì)競(jìng)爭(zhēng)的加劇，人們?cè)絹?lái)越認(rèn)識(shí)到人力資源是當(dāng)今時(shí)代經(jīng)濟(jì)發(fā)展的第一資源。隨著人力資源管理在中國(guó)企業(yè)的發(fā)展的日趨成熟,績(jī)效管理作為人力資源管理的重要組成部分在企業(yè)內(nèi)部的地位也越發(fā)重要?？?jī)效考核是人力資源管理的核心問(wèn)題之一，是保障并促進(jìn)企業(yè)內(nèi)部管理機(jī)制有序運(yùn)轉(zhuǎn)，實(shí)現(xiàn)企業(yè)各項(xiàng)經(jīng)營(yíng)管理目標(biāo)所必須進(jìn)行的一種管理行為。美國(guó)組織行為學(xué)家約翰·伊凡斯維其認(rèn)為，績(jī)效考核可以達(dá)到以下八個(gè)方面的目的：為員工的晉升、降職、調(diào)職和離職進(jìn)行評(píng)估；組織對(duì)員工的績(jī)效考評(píng)的反饋；對(duì)員工和團(tuán)隊(duì)對(duì)組織的貢獻(xiàn)進(jìn)行評(píng)估；為員工的薪酬決策提供依據(jù)；對(duì)招聘選擇和工作分配的決策進(jìn)行評(píng)估；了解員工和團(tuán)隊(duì)的培訓(xùn)和教育的需要；了解員工和團(tuán)隊(duì)的培訓(xùn)和教育的需要；對(duì)工作計(jì)劃、預(yù)算評(píng)估和人力資源規(guī)劃提供信息?？?jī)效考核是企業(yè)管理員工的有效手段,也是主要途徑,在企業(yè)管理中具有不可替代的核心地位。但是,現(xiàn)在有很多企業(yè)的績(jī)效考核與企業(yè)的發(fā)展策略相脫節(jié),企業(yè)績(jī)效考核體系也只是一個(gè)空殼而已,根本達(dá)不到對(duì)員工進(jìn)行考核的目的,甚至還適得其反,導(dǎo)致人才流失。因此，對(duì)企業(yè)的績(jī)效考核工作進(jìn)行分析，找出存在的問(wèn)題，并解決這些問(wèn)題成為企業(yè)勢(shì)在必行的工作。1當(dāng)前績(jī)效考核中存在問(wèn)題及原因分析1.1對(duì)績(jī)效考核的認(rèn)識(shí)不充分（1）認(rèn)為績(jī)效考核只是人力資源部的事。很多企業(yè)認(rèn)為績(jī)效考核是績(jī)效管理的內(nèi)容，而績(jī)效管理又是人力資源管理職能之一，所以認(rèn)為績(jī)效考核只是人力資源部的事。企業(yè)高層只做關(guān)于實(shí)施績(jī)效考核的指示并未具體指導(dǎo)；人力資源部在與其他職能部門進(jìn)行溝通如何完善績(jī)效考核時(shí)不能得到積極配合。（2）對(duì)績(jī)效考核目標(biāo)認(rèn)識(shí)不夠?，F(xiàn)在許多企業(yè)強(qiáng)調(diào)引進(jìn)先進(jìn)考核手段，而領(lǐng)導(dǎo)者認(rèn)為考核只是獎(jiǎng)優(yōu)罰劣，對(duì)績(jī)效考核的最終目的沒(méi)有一個(gè)清楚的認(rèn)識(shí)?？?jī)效考核的根本目的是要促進(jìn)工作效果和效率，改進(jìn)績(jī)效；績(jī)效考核的根本目的是改進(jìn)，是考核員工是否按照工作規(guī)定完成工作任務(wù)。考核結(jié)果的好壞不是目的，而是要分析原因。。（3）認(rèn)為績(jī)效考核獨(dú)立存在?？?jī)效考核雖然是企業(yè)管理不可缺少的一項(xiàng)核心工作，但并不是可以獨(dú)立存在的，它需要有其他的相關(guān)工作作為基礎(chǔ)?？己酥皇亲罱K的一個(gè)環(huán)節(jié)，而且這種考核必須建立在這樣幾個(gè)基礎(chǔ)之上才會(huì)有效：合理的績(jī)效目標(biāo)、明確的績(jī)效標(biāo)準(zhǔn)、績(jī)效輔導(dǎo)和客觀績(jī)效記錄、績(jī)效改進(jìn)和員工技能發(fā)展。只有在以上這些工作的基礎(chǔ)上，績(jī)效考核才會(huì)是客觀公正的，才能讓員工接受，也才更有實(shí)際意義。1.2績(jī)效考核目的不明確（1）目標(biāo)設(shè)定模糊，設(shè)定過(guò)程缺乏有力控制。工作計(jì)劃表中有目標(biāo)設(shè)定一欄，考核制度也有要求每項(xiàng)工作必須有清晰的目標(biāo)。如果企業(yè)要實(shí)行績(jī)效考核,那么就要清楚的知道為什么要實(shí)行績(jī)效考核。但從實(shí)際執(zhí)行情況來(lái)看，當(dāng)前我國(guó)很多企業(yè)績(jī)效考核目的不明確，許多企業(yè)沒(méi)有明確績(jī)效考核目的，有時(shí)甚至是為了考核而考核，企業(yè)考核方和被考核方都未能充分清楚地了解績(jī)效考核只是一種管理手段，本身卻并非是管理的目的。絕大多數(shù)企業(yè)在工作計(jì)劃表的目標(biāo)設(shè)定一欄基本上填寫的都是“完成”，但這并不能反映工作“完成”的具體狀況，所以使考核無(wú)從下手。（2）對(duì)企業(yè)績(jī)效考核的目的認(rèn)識(shí)不夠的現(xiàn)象是很多企業(yè)都存在的問(wèn)題。許多管理者將績(jī)效考核看作是管理和控制員工的一種手段,認(rèn)為績(jī)效考核的目的是讓員工依照管理者的安排和意愿來(lái)做工作。因此,管理者會(huì)以績(jī)效考核的方式來(lái)牽制員工,建立自己的威信和展示自己的權(quán)威,把績(jī)效考核的成績(jī)當(dāng)作挑員工毛病、批評(píng)和懲罰員工的依據(jù),這種績(jī)效考核對(duì)員工的心理帶來(lái)很大的壓力,造成不好的影響,使員工覺得績(jī)效考核是管理者用來(lái)控制他們的手段和工具,所謂的績(jī)效考核也就相當(dāng)于挑毛病。因此,員工會(huì)產(chǎn)生逆反心理,增加恐懼感,自然的就會(huì)對(duì)績(jī)效考核產(chǎn)生抵觸情緒,最終造成績(jī)效考核實(shí)施失敗。（3）績(jī)效考核的目的可分為五類:一、作為晉升、解雇和調(diào)整崗位的依據(jù);二、作為確定工資、獎(jiǎng)勵(lì)的依據(jù);三、作為潛能開發(fā)和教育培訓(xùn)的依據(jù);四、作為調(diào)整人事政策、激勵(lì)措施的依據(jù);五、考核結(jié)果供生產(chǎn)、采購(gòu)、營(yíng)銷、研發(fā)、財(cái)務(wù)等部門制定工作計(jì)劃和決策時(shí)參考。只有明確了績(jī)效考核的目的后，績(jī)效考核工作才可能圍繞這個(gè)目的有條不紊地展開。1.3績(jī)效考核標(biāo)準(zhǔn)設(shè)計(jì)不科學(xué)（1）績(jī)效考核標(biāo)準(zhǔn)模糊,表現(xiàn)為標(biāo)準(zhǔn)欠缺、標(biāo)準(zhǔn)與工作的相關(guān)性不強(qiáng)，操作性差或主觀性太強(qiáng)，過(guò)于單一和標(biāo)準(zhǔn)沒(méi)有量化等現(xiàn)象。工作標(biāo)準(zhǔn)中只有一些文字性評(píng)語(yǔ)，沒(méi)一個(gè)可以客觀評(píng)分的標(biāo)尺，使得評(píng)價(jià)者可以隨意給個(gè)分?jǐn)?shù)或考核結(jié)果。（2）對(duì)企業(yè)員工進(jìn)行績(jī)效考核,其結(jié)果難以客觀的進(jìn)行判斷，不同的主觀理解使考核結(jié)果產(chǎn)生偏差。結(jié)果，就會(huì)產(chǎn)生對(duì)標(biāo)準(zhǔn)衡量尺度的寬嚴(yán)不一。有些考核者要求過(guò)高，經(jīng)常表現(xiàn)出對(duì)員工的工作感到失望，在考核時(shí)，就會(huì)低估員工應(yīng)得到的評(píng)價(jià)。相反，有些考核者認(rèn)為最好的員工是根本不存在的，最差的員工也是很難找到的，于是往往習(xí)慣于將員工都評(píng)定為中間等級(jí)。所以,企業(yè)員工也不愿接受這樣的考核結(jié)果。（3）缺乏明確的績(jī)效目標(biāo)。員工不清楚企業(yè)對(duì)自己的要求是怎樣的,不清楚做到哪個(gè)程度才算是做好,因此,員工的表現(xiàn)也難以得到企業(yè)的認(rèn)可。還有一些企業(yè)的績(jī)效考核只是一種是形式,沒(méi)有真正的內(nèi)容,績(jī)效考核雖然每年都在實(shí)行,但是每年都只是“隔靴搔癢”、“走馬觀花”。使績(jī)效考核的結(jié)果失去了意義，不再具有客觀性、可比性和有效性。1.4績(jī)效考核指標(biāo)體系存在缺陷（1）績(jī)效考核體系設(shè)計(jì)不切合實(shí)際。由于企業(yè)的規(guī)模與管理水平的參差不齊，企業(yè)對(duì)績(jī)效評(píng)價(jià)的投入與管理層次也差別較大。有些企業(yè)雖然制定了自己的企業(yè)管理績(jī)效目標(biāo)，但由于現(xiàn)階段在理論上績(jī)效管理尚缺少科學(xué)實(shí)用的方法，又或因?yàn)楣究?jī)效管理考核委員會(huì)成員經(jīng)驗(yàn)不足，使得績(jī)效指標(biāo)的分解不恰當(dāng)、考核目的不明確、考核原則的混亂和自相矛盾等問(wèn)題，由此埋下了績(jī)效目標(biāo)難以完成的隱患。（2）績(jī)效考核體系設(shè)計(jì)缺乏科學(xué)性、實(shí)用性。管理績(jī)效評(píng)價(jià)指標(biāo)體系是評(píng)價(jià)工作的基礎(chǔ)和核心，而許多企業(yè)并沒(méi)用完全理解績(jī)效評(píng)價(jià)的重要意義，完全流于一種形式，表現(xiàn)為為了考核而考核。在考核的內(nèi)容、項(xiàng)目設(shè)定以及權(quán)重設(shè)置等方面常表現(xiàn)出無(wú)相關(guān)性和隨意性，長(zhǎng)官意志和個(gè)人好惡明顯。同時(shí)，很多企業(yè)的績(jī)效考核標(biāo)準(zhǔn)過(guò)于模糊，難以準(zhǔn)確量化，實(shí)用性較差，極易引致不全面、非客觀公正的判斷，使績(jī)效考核的結(jié)果很難使被信服。2解決績(jī)效考核存在問(wèn)題的建議2.1.樹立科學(xué)績(jī)效觀（1）領(lǐng)導(dǎo)層需明確績(jī)效考核的巨大作用?？?jī)效考核不但可以增強(qiáng)企業(yè)的競(jìng)爭(zhēng)力,還能提高員工的工作效率,績(jī)效考核的好壞決定著企業(yè)管理的好壞,其功能也越來(lái)越被凸顯出來(lái)。首先,績(jī)效考核是員工提升和培訓(xùn)工作的重要依據(jù)。通過(guò)定期的考核,能使員工清楚地看到自己在哪些方面有所提高,在哪些方面需要繼續(xù)堅(jiān)強(qiáng),正確的給自己一個(gè)定位。同時(shí),績(jī)效考核也是給不同層級(jí)的員工提供一個(gè)暢所欲言的平臺(tái),把那些庸人和懶人的不良行為給揭露出來(lái),優(yōu)化企業(yè)的人力資源;更是員工學(xué)習(xí)和強(qiáng)化正確行為的明鏡和獎(jiǎng)勵(lì)員工的有效依據(jù)?，F(xiàn)在很多企業(yè)的老觀念、舊做法依然沒(méi)有改變,人力資源環(huán)境也不容樂(lè)觀,要想建立先進(jìn)、高效的績(jī)效考核制度尤其不易,企業(yè)的領(lǐng)導(dǎo)層一定要樹立科學(xué)的績(jī)效觀,建立合理的績(jī)效考核制度,否則,很難達(dá)到預(yù)期的效果。（2）加大對(duì)各級(jí)員工的培訓(xùn)與宣傳工作?？?jī)效考核是晉升和培訓(xùn)工作的依據(jù)。通過(guò)定期考核，也可以使員工自己了解在哪些方面已有提高，在哪些方面還有不足?？?jī)效考核制度雖然只是一套書面制度，但是在具體實(shí)施過(guò)程中需要各級(jí)主管人員具備績(jī)效考核的各項(xiàng)技能，如確定工作目標(biāo)的技能、面談的技能、評(píng)價(jià)的技能等，這些都需要培訓(xùn)。通過(guò)培訓(xùn),使管理者制訂出工作要項(xiàng)和工作目標(biāo)，了解員工績(jī)效考核方法、流程和責(zé)任，提高溝通技巧，制訂績(jī)效改進(jìn)計(jì)劃，有效實(shí)施輔導(dǎo)。通過(guò)宣傳，使員工對(duì)績(jī)效考核系統(tǒng)的組成及各部分間的有機(jī)聯(lián)系非常了解，而且對(duì)實(shí)施員工績(jī)效考核方案的內(nèi)在聯(lián)系認(rèn)識(shí)清楚。最終通過(guò)宣傳和培訓(xùn)，使體現(xiàn)人本管理的績(jī)效考核成為大家的共識(shí)，從而想方設(shè)法地發(fā)掘企業(yè)中蘊(yùn)含的豐富的人力資源，達(dá)到考核的預(yù)期目的。2.2建立合理的績(jī)效考核制度（1）確立目標(biāo)。企業(yè)要有明確的的工作目標(biāo),圍繞這個(gè)目標(biāo)來(lái)展開工作,并且要引導(dǎo)員工朝向目標(biāo)發(fā)展。在確定績(jī)效目標(biāo)后，需進(jìn)行業(yè)績(jī)輔導(dǎo)環(huán)節(jié)，部門經(jīng)理要在員工實(shí)現(xiàn)目標(biāo)的過(guò)程中不斷與之溝通，盡其所能的與員工保持密切聯(lián)系，不斷給員工支持，為其清除前進(jìn)道路上的障礙。也就是把員工與企業(yè)的目標(biāo)結(jié)合在一起,盡量使公司的每一位員工,特別是管理者,所做的工作都是在為實(shí)現(xiàn)公司的目標(biāo)、共同朝一個(gè)方向努力,要把個(gè)人的績(jī)效提升、組織的績(jī)效提升和員工的切身利益相結(jié)合,建立激勵(lì)制度。（2）借鑒方法?？?jī)效考核的方法很多,企業(yè)要根據(jù)自身的實(shí)際情況來(lái)借鑒他人的考核方法。但是,借鑒絕不是照搬?？茖W(xué)的、先進(jìn)的考核方法,如平衡計(jì)分卡BSC、作業(yè)成本法ABC、整合績(jī)效管理IPM等都是很值得借鑒的方法。（3）考核周期系統(tǒng)化。平時(shí)考核要與月度、季度、年度考核緊密的聯(lián)系在一起。以平時(shí)考核為主,把平時(shí)績(jī)效考核成績(jī)作為對(duì)企業(yè)員工工作評(píng)價(jià)的重要依據(jù)之一。要充分發(fā)揮目標(biāo)管理導(dǎo)向的績(jī)效考核制度的效果,在年度總評(píng)時(shí),要根據(jù)合理的績(jī)效評(píng)價(jià)給予員工鼓勵(lì),更為重要的是針對(duì)員工的工作成果與工作能力,建議并給與其應(yīng)接受的培訓(xùn),以有效地提高其工作能力與發(fā)展?jié)撃堋?.3優(yōu)化績(jī)效考核指標(biāo)及標(biāo)準(zhǔn)設(shè)計(jì)一個(gè)科學(xué)合理的績(jī)效考核指標(biāo)及標(biāo)準(zhǔn)體系，對(duì)全面反映一個(gè)企業(yè)管理績(jī)效優(yōu)劣至關(guān)重要。因此，構(gòu)建企業(yè)績(jī)效考核指標(biāo)及標(biāo)準(zhǔn)要遵循科學(xué)性、系統(tǒng)性、重要性、可比性、可操作性的原則，將獨(dú)立的單個(gè)指標(biāo)，按其內(nèi)在聯(lián)系有機(jī)組合起來(lái)，構(gòu)建一個(gè)可以真實(shí)、科學(xué)、全面反映企業(yè)管理狀況的績(jī)效考核指標(biāo)及標(biāo)準(zhǔn)體系。建立正確的績(jī)效考核指標(biāo)和標(biāo)準(zhǔn),就需要確定績(jī)效考核的戰(zhàn)略方向,加強(qiáng)考核方法在實(shí)施過(guò)程中的監(jiān)督及總結(jié)完善,對(duì)每個(gè)工作崗位進(jìn)行客觀、合理的分析。而且要根據(jù)分析的結(jié)果,制定出各個(gè)崗位的績(jī)效考核指標(biāo)及標(biāo)準(zhǔn),實(shí)施過(guò)程要注意“二個(gè)結(jié)合”:（1）業(yè)績(jī)考核與素質(zhì)考核相結(jié)合。完善的績(jī)效考核內(nèi)容除了有業(yè)績(jī)考核之外,還應(yīng)有素質(zhì)考核。業(yè)績(jī)考核可以有效的刺激員工按照要求完成崗位職責(zé);素質(zhì)考核則促進(jìn)員工注重個(gè)人的整體素質(zhì)提升,鼓勵(lì)培養(yǎng)團(tuán)隊(duì)精神。二者之間有著相互促進(jìn)的作用,使企業(yè)和員工兩者都得到和諧發(fā)展。（2）重點(diǎn)考核和一般考核相結(jié)合。企業(yè)把考核指標(biāo)定下來(lái)后,還要在總的指標(biāo)中確立重點(diǎn)指標(biāo)和一般指標(biāo)。把影響大,難度大,關(guān)系到企業(yè)的發(fā)展和戰(zhàn)略目標(biāo),體現(xiàn)崗位重要職能的指標(biāo),要確定為重點(diǎn)考核指標(biāo);對(duì)于影響較小,難度較小,短時(shí)間內(nèi)能完成,對(duì)企業(yè)的發(fā)展沒(méi)有太大聯(lián)系的指標(biāo),要確定為一般考核指標(biāo)。重點(diǎn)考核指標(biāo)和一般考核指標(biāo)有效結(jié)合,主次分明,才能起到更好的考核其作用。2.4綜合運(yùn)用考核結(jié)果，進(jìn)行有效的反饋績(jī)效考核結(jié)果是否得到合理的運(yùn)用,在整個(gè)績(jī)效考核效果中是至關(guān)重要的一個(gè)環(huán)節(jié)。恰當(dāng)?shù)倪\(yùn)用考核結(jié)果,對(duì)績(jī)效考核的實(shí)施會(huì)有著非常大的促進(jìn)作用,也是對(duì)績(jī)效考核作用的一個(gè)肯定;反之,則將會(huì)對(duì)績(jī)效考核工作的有效性產(chǎn)生很大的影響。所以,重視績(jī)效考核結(jié)果的綜合運(yùn)用是非常重要和必要的。（1）建立考核結(jié)果公開化的原則。企業(yè)的績(jī)效考核標(biāo)準(zhǔn)、考評(píng)的程序和考評(píng)的結(jié)果都應(yīng)該有明確的規(guī)定,鼓勵(lì)員工參與并對(duì)全體員工公開,而且在評(píng)估中應(yīng)該嚴(yán)格遵守這些規(guī)定,做到整個(gè)評(píng)估過(guò)程的透明和公開。這樣才能使員工對(duì)績(jī)效考核產(chǎn)生信任感,才能對(duì)績(jī)效考核的結(jié)果持理解和接受的態(tài)度。同時(shí),考核的結(jié)果一定要及時(shí)反饋給本人,讓其真正了解和認(rèn)同自己前一時(shí)期的工作情況,雙方在此基礎(chǔ)上可共同商討改進(jìn)績(jī)效的可能。在績(jī)效反饋面談中,應(yīng)該注意雙向溝通、多問(wèn)少講,問(wèn)題診斷與輔導(dǎo)并重,不僅談?wù)撨^(guò)去,更要立足將來(lái)。（2）考核結(jié)果出現(xiàn)后及時(shí)與員工溝通?？?jī)效考核不是由考核主體一人進(jìn)行的,它是由考核主體、考核對(duì)象、考核標(biāo)準(zhǔn)、考核方法、考核程序等組成的相互聯(lián)系的整體。在績(jī)效評(píng)估中,要遵循溝通的原則,不能搞家長(zhǎng)制,允許員工有提出問(wèn)題、解釋問(wèn)題和提出建議的機(jī)會(huì),要和員工平等溝通、互相交流,讓員工參與整個(gè)評(píng)估活動(dòng)。如果績(jī)效評(píng)估中沒(méi)有對(duì)評(píng)估指標(biāo)的具體內(nèi)容和評(píng)估依據(jù)等向員工作充分說(shuō)明,而且不給員工參與的機(jī)會(huì),很可能導(dǎo)致員工對(duì)評(píng)估結(jié)果不理想時(shí)產(chǎn)生不滿,所以必須建立雙向的溝通機(jī)制,主管和員工共同制定績(jī)效指標(biāo),對(duì)完成情況進(jìn)行評(píng)估分析并提出改進(jìn)的方法,這樣才能使員工認(rèn)為績(jī)效考核是公開、公平的,員工才會(huì)對(duì)考評(píng)結(jié)果理解、接受并改進(jìn)自己的不足結(jié)束語(yǔ)我國(guó)當(dāng)前企業(yè)在實(shí)施績(jī)效考核時(shí)，出現(xiàn)不同問(wèn)題在所難免，重要的是要在過(guò)程中思考,找到問(wèn)題的所在,并對(duì)問(wèn)題進(jìn)行合理的分析,然后找到有針對(duì)性的措施方法來(lái)處理這些問(wèn)題。只有清楚地分析問(wèn)題的根源，根據(jù)企業(yè)的實(shí)際情況有針對(duì)性地、及時(shí)準(zhǔn)確地采用適當(dāng)?shù)姆椒ê图夹g(shù)手段把績(jī)效考核做實(shí)做好，才能充分發(fā)揮績(jī)效考核在提升企業(yè)核心競(jìng)爭(zhēng)力中的巨大作用，更有效的促進(jìn)企業(yè)戰(zhàn)略目標(biāo)的達(dá)成，促進(jìn)企業(yè)不斷健康持續(xù)發(fā)展。PerformanceappraisalandemployeesatisfactionAbstract:Theperformanceappraisalisoftenreferredtoasperformanceappraisalor"performance"isfortheenterpriseworkundertakenbyeachemployee,qualitativeandquantitativeapplicationofscientificmethods,theactualeffectonstaffbehaviorandtheircontributiontotheenterpriseorvalueevaluation.Performanceappraisalasaneffectivebusinessmanagementtools,intheenterprisemanagementplaysaveryimportantrole,isthecoreofhumanresourcemanagement.Thisarticleonthecurrentperformanceappraisaloftheproblemstodoadetailedanalysis.Totackletheproblem,thepaperproposestheperformanceevaluationofallanglesfromthecontroltoensureeffectiveperformanceappraisalinplace,andultimatelyplaytheroleofhumanresourcemanagement.Keywords:PerformanceEvaluationwithanalysisoftheproposed21stcenturyistheeraofknowledgeeconomy,aseconomiccompetitionintensifies,itisincreasinglyrecognizedthathumanresourcesarethecurrenteraofeconomicdevelopmentofthefirstresource.AsthehumanresourcesmanagementinthedevelopmentofChineseenterprisesbecomemoresophisticated,performancemanagement,humanresourcesmanagementasanimportantcomponentofthepositionwithintheenterpriseisalsomoreimportant.Humanresourcemanagementperformanceappraisalisoneofthecoreissueistoprotectandpromotetheorderlyoperationoftheinternalmanagementmechanism,themanagementobjectivesoftheenterprisemustbecarriedoutbyamanagementbehavior.OrganizationalbehaviorUnitedStateswherescientistsYuehanYiLasitsviewthatperformanceassessmentcanachievethepurposeofthefollowingeightareas:staffpromotion,demotion,transferandseparationoftheassessment;organizationemployeeperformanceevaluationfeedback;employeesandteamtoassessthecontributionoftheorganization;toprovidethebasisforemployeecompensationdecisions;fortherecruitmentselectionandassessmentoftheworkallocationdecisions;understandthestaffandteamtrainingandeducationneeds;understandingofstaffandteamtrainingandeducationneeds;theworkplan,budgetandhumanresourcesplanningassessmentstoprovideinformation.Employeeperformanceappraisalisaneffectivemeansofbusinessmanagementistheprimarymeansofbusinessmanagementinthecoreofirreplaceable.However,therearealotofbusinessperformanceevaluationandbusinessdevelopmentstrategyforthephaseoutofline,businessperformanceevaluationsystemisonlyanemptyshellitimpossibletoachievethepurposeofstaffappraisal,andevencounterproductive,leadingtobraindrain.Therefore,theworkoftheenterprise'sperformanceappraisalanalysistoidentifyproblemsandsolvetheseproblemsbecomeimperativetowork.1CurrentProblemsandPerformanceAssessmentAnalysis1.1pairsofinadequateunderstandingofperformanceappraisal(1)Thattheperformanceappraisalisonlyhumanresourcesmatter.Manyenterprisesbelievethattheperformanceappraisalisperformancemanagementcontent,andperformancemanagementisoneofthefunctionsofhumanresourcemanagement,sothatHRperformanceevaluationisonlyamatter.Corporateexecutivesonlytheinstructionsontheimplementationofperformanceappraisalisnotspecificallyguidance;HumanResourcesfunctionsincommunicationwiththeotherhowtoimprovetheperformanceappraisalcannotbeactivelycooperate.(2)Insufficientunderstandingoftheobjectivesofperformanceappraisal.Manycompaniesnowemphasizetheintroductionofadvancedassessmenttools,andleadershipthattheassessmentisJiangyoufalie,theultimategoalofperformanceappraisalisnotaclearunderstanding.Thefundamentalpurposeofperformanceappraisalistopromotetheeffectivenessandefficiency,improveperformance;performanceevaluationistoimprovethefundamentalpurposeistoworkinaccordancewiththeprovisionsofassessingwhetherthestafftocompletetasks.Thequalityisnotthepurposeofexaminationresults,buttoanalyzethereasons.(3)Thattheperformanceevaluationexistindependently.Althoughperformanceappraisalisanessentialbusinessmanagementcore,butnottoindependentexistence,itneedsasabasisforotherrelatedwork.Thefinalappraisalisjustapartof,andthisassessmentmustbebasedonafewtobeeffectivebasedon:reasonableperformancegoals,clearperformancestandards,performancecounselingandobjectiverecordofperformance,performanceimprovementandemployeeskillsdevelopment.Onlyonthebasisofthesework,performanceevaluationwillbeobjectiveandfairinorderforstafftoaccept,butalsoagreaterpracticalsignificance.1.2Thepurposeofperformanceappraisalisnotclear(1)Goalsettingfuzzy,setduringthelackofeffectivecontrol.Workschedulehassetatargetcolumn,hasaskedeachoftheassessmentsystemmusthaveclearobjectives.Iftheenterprisestoimplementperformanceappraisal,thentheywouldknowexactlywhytheimplementationofperformanceappraisal.However,theactualimplementationpointofview,thecurrentperformanceappraisalofthepurposeofmanycompaniesisnotclear,manycompaniesdonothaveaclearpurposeofperformanceappraisal,andsometimesevenforassessmentandevaluation,businessevaluationappraisalsidebysideandnotfullyclearunderstandingoftheperformanceappraisaljustamanagementtoolinitselfisnotthepurposeofmanagement.Mostenterprisesintheworkscheduleisbasicallyacolumnfilledgoalsettingare"complete",butthisdoesnotreflectthework"completed"thespecificconditions,sothatassessmentcannotstart.(2)Thepurposeoftheenterpriseperformanceappraisalisnotenoughunderstandingofthephenomenonisthatmanycompanieshaveproblems.Manymanagerswillbethemanagementandperformanceappraisalasameansofcontrollingemployeesthatthepurposeofperformanceappraisalistoenableemployeesinaccordancewiththearrangementsandwillingnessofmanagerstodowork.Therefore,managerswillbeawaytocontaintheperformanceappraisalstaff,toestablishtheirowncredibilityandtoshowtheirauthority,theperformanceappraisalofstaffperformanceproblemsaschallenges,criticismandpunishmentaccordingtothestaffthatthepsychologicalstaffperformanceappraisalagreatdealofpressure,creatingabadimpact,sothatemployeesfeelthatperformanceappraisalformanagerstocontroltheirinstrumentsandtools,itisequivalenttotheso-calledfault-findingperformanceappraisal.Thus,employeeswillhavereversepsychologytoincreasethefear,itwillnaturallyproduceresentmentontheperformanceappraisalsystem,andeventuallyfailureoftheimplementationofperformanceappraisal.(3)Thepurposeofperformanceappraisalcanbedividedintofivecategories:First,asapromotion,dismissal,andadjustthepositionofthebasis;Second,fordeterminingthesalaryandbonusbasis;three,asthepotentialbasisforthedevelopmentandeducationandtraining;four,asadjustedpersonnelpolicy,basedonincentives;five,examinationresultsfortheproduction,procurement,marketing,researchanddevelopment,financeandotherdepartmentstodevelopworkplansanddecision-makingreference.Onlytheclearpurposeofperformanceappraisal,theperformanceassessmentmayfocusonthisgoalwaswellunderway.1.3Performanceevaluationstandarddesignunscientific(1)Performanceappraisalstandardfuzzy,lackofperformanceasastandard,standardsandrelevanceoftheworkisnotstrong,operationalpoorortoosubjective,toosingle,andstandardsarenotquantifiedandsoon.Workstandards,onlyafewwordsofreviews,notanobjectivescoringscalesothattheevaluatorsarefreetogiveascoreorexaminationresults.(2)Employeeperformanceappraisal,theresultdifficulttojudgeobjectively,thesubjectiveunderstandingofthedifferentresultsoftheevaluationbias.Result,thestandardwillhaveadifferentmeasureofmoreorlessfavorable.Someassessmentweretoohigh,oftenshowtheworkofthestaffwasdisappointedintheassessment,theywillunderestimatetheevaluationofstaffshouldbe.Onthecontrary,someassessmentofemployeeswhothinkthebestissimplynotexist,theworstishardtofindemployees,soemployeesareoftenusedtobeclassifiedasmiddleclass.Therefore,employeesdonotwanttoaccepttheexaminationresults.(3)Lackofclearperformancegoals.Businessemployeesdonotknowwhattheirrequirementsarenotclearwhatextentdoconsideredaswell,therefore,theirperformanceisdifficulttogetcorporateapproval.Somecompaniesarejustaformofperformanceappraisal,thereisnorealcontent,performanceappraisaleveryyear,althoughinpractice,buteveryyearis"nowherenear","fly."Sothattheperformanceresultslosetheirmeaning,nolongerhasobjectivity,comparabilityandeffectiveness.1.4PerformanceEvaluationIndexSystemflawed(1)Performanceappraisalsystemdesignisnotrealistic.Asthescaleoftheenterprisemanagementlevelanduneven,businessperformanceevaluationandmanagement-levelinputsalsovaried.Someenterpriseshavedevelopedtheirowncorporatemanagementperformancetargets,butbecauseofperformancemanagementintheoryatthisstageisstilllackofscientificandpracticalmethods,orbecauseofcorporateperformancemanagementandevaluationcommitteememberslackofexperience,sothedecompositionisnotappropriateperformanceindicators,assessmentpurposeisnotclear,theprinciplesofconfusionandcontradictoryassessmentissues,whichplantedthehiddenperformancetargetsdifficulttocomplete.(2)Lackofscientificperformanceappraisalsystemdesign,practicality.Managementperformanceevaluationsystemtoevaluatetheworkofthefoundationandcore,andmanyenterprisesdidnotusefullyunderstandtheimportanceofperformanceevaluation,fullflowinoneform,theperformanceassessmentandevaluationinorder.Thecontentsoftheappraisal,theprojectsettingsandsettheweightsooftenshownocorrelationandrandomness,thewillandpersonallikesanddislikesobvious.Atthesametime,manyenterprisesperformanceevaluationstandardsaretoovagueanddifficulttoaccuratelyquantifylesspractical,easilyleadtoincomplete,non-objectiveandimpartialjudgments,sothattheperformanceresultsdifficulttobeconvinced.2solvetheproblemsproposedperformanceappraisal2.1Establishthescientificconceptofperformance(1)Leadershipneedtoclearthegreatroleofperformanceappraisal.Performanceevaluationcannotonlyenhancethecompetitiveness,butalsoimproveemployeeproductivity,performanceevaluationisgoodorbaddeterminesthequalityofenterprisemanagement,anditsfunctionmoreandmoreprominent.Firstofall,improveemployeeperformanceappraisalisanimportantbasisforworkandtraining.Throughregularassessment,employeescanclearlyseeinwhatareastheirownhasincreased,inwhatareasneedtocontinuestrong,therighttoownaposition.Meanwhile,theperformanceappraisalistoprovideadifferentlevelofemployeessaywhatplatformtothosemediocreandlazytoexposethebadbehavior,optimizehumanresources;morestaffinthemirrorandreinforcethecorrectbehaviorandrewardemployeeseffectivebasis.Nowadays,manyenterprisesoftheoldideas,oldpracticesremainunchanged,humanresourcesandtheenvironmentcannotbeoptimistic,toestablishanadvanced,highlyeffectiveperformanceappraisalsystemisnoteasy,especially,corporateleadershipmustestablishthescientificconceptofperformance,areasonableperformanceevaluationsystem,otherwise,itisdifficulttoachievethedesiredresults.(2)Increasethelevelsofstafftrainingandpublicity.Performanceappraisalisthebasisforpromotionandtraining.Throughregularassessment,theemployeesthemselvescanunderstandwhathasbeenimproved,inwhichthereisstillinsufficient.Performanceappraisalsystem,althoughonlyawritingsystem,butinthespecificneedsoftheimplementationprocessatalllevelsofmanagerswiththeskills,performanceappraisal,suchasdeterminingtheobjectivesoftheskills,interviewskills,evaluationskills,whichrequiretraining.Throughtraining,sothatmanagersworktodeveloptheitemsandobjectives,understandingstaffperformanceappraisalmethods,processesandresponsibilities,improvecommunicationskills,todevelopperformanceimprovementplans,effectiveimplementationofthecounseling.Throughadvocacy,thestaffperformanceappraisalsystem,partofthecompositionandtheorganiclinkbetweenwellawareof,andimplementationofemployeeperformanceappraisalprogramclearunderstandingoftheinnerlink.Eventuallythroughadvocacyandtrainingreflecthumanmanagementoftheperformanceassessmenttobeaconsensus,thustryingtoexploretheenterprisecontainsabundanthumanresources,toachievetheintendedpurposeofassessment.2.2Theestablishmentofareasonableperformanceevaluationsystem(1)Setgoals.Enterpriseshouldhaveaclearworkobjectives,tostartworkaroundthisgoalandtowardsthegoaltoguidethestaffdevelopment.Indeterminingtheperformancegoals,theneedforperformancecounselingsession,thedepartmentmanageremployeegoalstocontinuetocommunicatewiththeprocess,doeverythingtomaintainclosecontactwithemployees,continuetogivestaffsupportontheroadaheadforitsremovalobstacles.Thatisthegoalofstafftogetherwiththecompany,asfaraspossibletoeachandeverystaff,especiallymanagers,aretheworkofthecompany'sgoaltoachieve,togetherinthesamedirection,shouldindividualperformanceimprovedorganizationalperformanceimprovementandthecombinationofthevitalinterestsofemployees,theestablishmentofincentivesystems.(2)Rreferencemethod.Manymethodsofperformanceappraisal,theenterpriseaccordingtotheactualsituationoftheirownassessmentmethodstolearnfromothers.However,noreferenceiscopied.Science,advancedassessmentmethods,suchastheBalancedScorecardBSC,costingABC,integratedperformancemanagement,IPM,areveryworthlearningmethods.(3)Systematicevaluationcycle.Routinelywiththemonthly,quarterlyandannualexaminationcloselylinked.Toroutinelybased,thenormalperformanceappraisalresultsastheworkofemployeesisoneimportantbasisforevaluation.Togivefullplaytogoal-orientedperformanceappraisalsystemformanagingtheeffectoftheannualgeneralappraisal,performanceevaluationshouldbebasedonreasonableprovidingencouragement,moreimportantly,theresultsforthestaffandtheabilitytowork,theproposalshouldreceivetrainingtoitstoeffectivelyimprovetheirabilitytoworkwithdevelopmentpotential.2.3AndthestandardperformanceindexoptimizationDesignascientificandreasonableperformanceindexandstandardsystem,thefullyreflectthemeritsofabusinessmanagementperformanceiscritical.Therefore,assessmentofenterpriseperformanceindicatorsandstandardstofollowthescientific,systematic,importance,comparable,workableprinciples,willbeindependentofindividualindicators,accordingtotheorganiccombinationofinternalrelationstogethercanbuildareal,scientific,fullyreflectthesituationofbusinessmanagementperformanceindexandstandardsystem.Establishtherightofeachperformancemeasureandstandard,weneedtodeterminethestrategicdirectionofperformanceappraisal,assessmentmethodstostrengthenthesupervisionoftheimplementationprocessandfinalsoundofeachjobobjectiveandreasonableanalysis.Butalsotheresultsoftheanalysisdevelopaperformanceindexofeachpostandstandards,theimplementationprocessshouldpayattentionto"twowith":(1)Performanceevaluationandqualityassessmentcombined.Improvetheperformanceappraisalperformanceassessmentinadditiontooutsidecontent;thereshouldbequalityoftheassessment.Performanceevaluationcaneffectivelystimulatetheemployeestocompletetheirdutiesasrequired;qualityassessmentistopromotestafftoenhancetheoverallqualityofpersonalattentionandencourageteamwork.Acorrelationbetweentheroleofpromotion,sothatbothbusinessesandemployeeshavebeenharmoniousdevelopment.(2)Focusonthecombinationofexaminationandgeneralassessment.Enterprisestosettledownaftertheassessmentindicators,butalsotheestablishmentintheoverallindexinthekeyindicatorsandgeneralindicators.Theimpactoflarge,difficult,relatedtothebusinessdevelopmentandstrategicobjectives,reflectingtheimportantfunctionsofthepositionindicators,evaluationindicatorsshouldbeidentifiedasapriority;tolittleeffect,thedifficultysmall,shortperiodoftimetocomplete,thedevelopmentofenterprisesisnottoomuchcontactoftheindex,todeterminethegeneralassessmentindicators.Keyassessmentindicatorsandgeneralindicatorsofeffectiveintegrationofassessment,prioritized,canplayabetterassessmentofitsrole.2.4Theintegrateduseofassessmentresults,effectivefeedbackWhethertheperformanceappraisalresultsinareasonablemanner,theeffectoftheperformanceappraisalisavitallink.Appropriateuseofevaluationresults,theimplementationofperformanceappraisalwouldhaveaverylargeroleinpromotingtheroleofperformanceappraisalisalsoapositive;theotherhand,theworkwillbetheeffectivenessofperformanceappraisalwouldhaveahugeimpact.Therefore,theemphasisontheintegrateduseofperformanceevaluationresultsareveryimportantandnecessary.(1)Theestablishmentoftheprincipleofopenexaminationresults.Enterpriseperformanceevaluationstandards,evaluationproceduresandevaluationoftheresultsshouldbeclearlydefined,andallstafftoencourageemployeestoparticipateinpublic,andintheassessmentoftheseprovisionsshouldbestrictlyobse